PM Best Practices

One reality we all face in a world of accelerating business cycles is the need to respond more quickly to business demands. This has placed greater pressure on projects to deliver faster and more accurate ...

The success (or failure) of Scrum is all in how’s it’s adopted. This white paper explores five key things software executives should understand when considering a Scrum adoption. It summarizes what Scrum can and cannot do and provides advice to software executives on how they can suppo ...

Written by Jeff Sutherland, Anton Victorov, and Jack Blount, “Distributed Scrum: Agile Project Management with Outsourced Development Teams” analyzes and recommends new best practices for globally distributed agile teams. Toyota routinely achieves four times the productivity and twelve ...

Earned Value curve (Planned Value, Costs and Earned Value) helps you see at any time if a delay will cost more than what we have in the budget. This delay may be in non-critical tasks in the best or worst, be in the critical path (GANTT). These situations can be avoided by good management ...

On many projects, the majority of work performance information and reports that are generated are stored in separate repositories, with little to no collaborative capability. For smaller projects, this may not become an issue, but for larger projects it can become difficult for Project Man ...

In Managing Risks with Microsoft Project: Part 1, I showed how I incorporated risk tracking into a project schedule by creating a risk register to associate risks to specific tasks. Here, I will discuss how to deal with risks that apply to more than one task. Related A ...

What are the key success factors to ensure project success. How will you know if your project is on track or off track. Do you trust your project metrics to give you the full story. In this episode of CIO Playbook with Jeffrey Hurley I will be talking about just those things and many more. ...

IBM's own transformation as a competent and reliable global sourcing partner (supplier) involved refining and emphasising its internal 'project' perspective on high-tech production. They recognised that successful projects were the key to IBM's continued success. IBM ha ...

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